THE UNIVERSITY OF GEORGIA
ATHLETIC ASSOCIATION
STRATEGIC PLAN 2001-2005
The basis for the Athletic Association's need for a strategic plan is driven by several different trends within intercollegiate athletics. Those trends include, but are not limited to, the following: increasing costs, gender equity, customer/alumni involvement, student-athlete welfare, advancement in technology, facility expansion, increasing academic standards, etc. It is in the Association's best interest to identify ways in which to adjust to the ever changing environment of intercollegiate athletics. Simply put, the identification of the aforementioned and implementing objectives for adapting to such trends will allow the Association to position itself for future growth.
While the Association exists for several reasons and many goals, the following two are the Association's primary purposes:
A. "GRADUATE STUDENT-ATHLETES AND PREPARE THEM FOR LIFE BEYOND ATHLETICS."
B. "TO FIELD QUALITY TEAMS THAT PRODUCE CHAMPIONSHIPS AND POSITION THE ASSOCIATION TO BE REGARDED AS THE TOP INTERCOLLEGIATE ATHLETICS PROGRAM IN THE COUNTRY."
The following objectives have been delineated under one of the two primary purposes. This delineation is significant as it relates to succinctly identifying the Association's strategic plan. The objectives will assist the Association with adapting to the changing environment of collegiate athletics. Additionally, accomplishing such objectives will play a significant role regarding the Association's complete achievement of its primary goals.
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GRADUATE STUDENT-ATHLETES AND PREPARE THEM FOR LIFE BEYOND ATHLETICS
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Objective: Graduate Student-Athletes
Rationale: All students participating in programs of the Georgia Athletic Association should be afforded every opportunity to complete their degrees. Participation on an athletic team should not hinder their choice of degree program or their ability to succeed at the level they desire.
Plans for Implementing Objective:
? Provide clear direction to coaches with regard to the importance of recruiting student-athletes who possess the necessary skills to graduate from the University of Georgia.
? Provide academic support in the form of academic counselors and a full-scale tutoring program. Identify funding for construction of a state-of-the-art Academic Achievement Center and develop a time line for completion.
? Establish lines of communication with faculty and administrators on campus to assist the Association with monitoring its students' performance and the identification of their needs.
? Develop a medium of communication through which to publicize the academic and leadership accomplishments of student-athletes. Publicizing such accomplishments will illustrate student-athletes' many achievements outside of sports.
? Monitor our graduation rates via the annual NCAA survey process. Additionally, track those student-athletes who graduate after the six-year limit imposed by the NCAA methodology. Lastly, present an annual report to the athletic board.
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Objective: Student-Athlete Welfare
Rationale: Student-athletes are the life-line of the Association. Their participation is pivotal to our success. Accordingly, it is the responsibility of the UGAA to provide student-athletes with the best possible athletic and academic experience. To accomplish such a task, student-athletes must be provided with the necessary resources (i.e., coaches, facilities, computer labs, academic counselors, etc.). Additionally, it is essential that student-athletes are familiarized with the various programs and opportunities that are available.
Plans for Implementing Objective:
? Continue to expand the role of the Student-Athlete Advisory Committee. This committee should represent the voice of the student-athlete.
? Initiate a survey among student-athletes to gain a better understanding of their needs and how they can be met.
? Implement a freshman orientation course (for credit) through the University. Such a course should be part of our life skills program.
? Continue to develop ways to enhance current student-services and life skills programs. Strive to develop a student services program that can be recognized as a "Program of Excellence" by the NCAA Division I Athletic Directors.
? Develop a means of educating student-athletes about the operations of the UGAA (i.e. scholarships, costs to run a program, etc.).
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TO FIELD QUALITY TEAMS
THAT PRODUCE CHAMPIONSHIPS AND POSITION THE ASSOCIATION TO BE REGARDED AS THE TOP INTERCOLLEGIATE ATHLETICS PROGRAM IN THE COUNTRY
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Objective: Financial Solvency
Rationale: To maintain quality programs and position the Association to compete at the highest level, proper funding is essential. Expenses associated with the maintenance of programs continue to escalate (i.e., coaches' salaries, recruiting expenses, scholarship costs, etc.). Additionally, unlike many athletic departments, the UGAA is not provided with any state funds.
Plans for Implementing Objective:
? Identify new sources of revenue. These sources could include: additional corporate sponsors/signage, fundraising campaigns, and acquiring state funding. In addition, it may be necessary to look at increasing student fees.
? Require each department to develop a cost cutting initiative by which they identify areas to reduce their total expenses by 10%. It is hoped that this cost cutting initiative will lead to the identification of unnecessary spending.
? Enhance controls within the business department that will allow for better monitoring of expenses. Redefine current business policies and procedures to allow for a more effective and efficient process of purchase orders, check requests, cash advances, recording of ledgers, etc.
? Require budget amendments for any areas that are in the red. By doing so, this will hold individuals more accountable and provide a more clear picture of the budget.
? Implementation of zero-based budgeting (ZBB). The premise behind ZBB is establishing a budget process in which each department calculates its resource needs based on the coming year's priorities rather than on the previous year's budget.
? Determine ways to better utilize technology. For instance, incorporate an accounting software program that will cut back on the manual recording of data and provide for more timely and up to date reports.
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Objective: Enhance External Relations
Rationale: As intercollegiate athletics becomes increasingly larger on the University of Georgia campus in terms of participants, staff and corresponding budgets, we must constantly analyze our policies and programs and their impact on the community, the media, supporters and current and former student-athletes. Our focus must be to continually enhance relations with these constituent groups due to their importance to the overall success of our program.
Plans for Implementing Objective:
? Initiate a survey among our supporters to learn more about our base of support. Such a survey will allow UGAA to garner the opinions of its supporters. More specifically, a survey may identify areas in which UGAA can improve.
? Develop a database of former student-athletes. Devise methods to maintain communications with former student-athletes (i.e. newsletters, reunions, advisory board, etc.). Identify means to utilize former student-athletes in assisting graduates with employment. Additionally, former student-athletes could assist with fund raising projects and mentoring programs. It should be the UGAA's goal to establish a sense of pride in its former student-athletes.
? Evaluate all areas of our written/face to face contact with external constituents (includes all areas Academic Unit, Ticketing, Sports Communication, Development, Event Management, etc.). Implement new sources of technology to aid in making this contact as efficient and personal as possible.
? Create new avenues for interaction between the Athletic Association, the University, and Athens community. Focus should be on the positive economic impact that Georgia Athletics brings to the community, as well as positive influence of the student-athletes.
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Objective: Technological Enhancement
Rationale: Technology is the wave of the future. Proper use of technology will allow the Association to operate more efficiently and expeditiously, generate more revenue, increase customer satisfaction, and improve internal and external communications. Technological enhancement is of utmost importance due to the fact that it plays a vital role in every department. Accordingly, technology has a direct impact on the success of the Association.
Plans for Implementing Objective:
? Form a task force to study the current state of technology in the department. Also, develop a means of replacing and/or integrating new technology and include a time table for such a process and the means of funding.
? Identify the computer needs of the Association and set aside proper funding to accommodate such needs.
? Enhance the current UGAA website to be more than just an information center. More specifically, add the capability of generating income from the site (i.e., corporate signage, selling of tickets and UGAA merchandise). Additionally, study the feasibility of utilizing an outside internet company to coordinate our website.
? Ensure the provision of computer technical support personnel.
? Study the current state of our ticket operations computer program and determine the need, if any, to make use of a more advance/up-to-date program (i.e. paciolan system).
? Link all computers to one or two servers.
? Locate all E-mail and internet connections on one system with the same suffix or extension.
? Develop an in-house information system (IS) department, which would serve as a central agency for equipment purchases, computer services, etc.
? Analyze our telephone system and insure that we have the most efficient and user-friendly system possible.
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Objective: Facility Expansion
Rationale: Maintenance and enhancement of existing facilities along with the development of new facilities is crucial to the success of any athletic department. This will allow UGAA to recruit and compete at a top notch level. Additionally, it is important that we provide student-athletes with the best possible facilities, whether it be an academic facility or new stadium, where they can excel. Another attributing factor to maintaining high quality facilities is to accommodate the needs (i.e. seating, restrooms, accessibility, etc.) of our customers. Lastly, facilities serve as points of pride.
Plans for Implementing Objective: Projected Time Line for Construction of New Facilities
1999 - 2000
? SKYSUITES/SKY CLUB - PHASE II
Beginning date - June, 1999
Anticipated completion date - August, 2000
2000 - 2001
? INDOOR FACILITY
Beginning date - immediately after 2000 football season or sooner, if possible
Completion date yet to be determined
? MEN'S TENNIS FACILITY
Beginning date - possibly summer of 2000
Completion date yet to be determined
? GATE 6 PROJECT - (MEDIA CENTER, CONCESSIONAIRE & PERSONNEL & SERVICE ACCESS)
Beginning date - possibly summer of 2000 - Phase I Media Center
? ACADEMIC ACHIEVEMENT CENTER
Beginning and completion dates yet to be determined
? WOMEN'S TENNIS FACILITY
Beginning date - possibly summer of 2001
Completion date yet to be determined
2000 - 2003
? WOMEN'S COMPLEX (SOCCER/SOFTBALL)
2 phases remaining
Estimated completion date - 2003
A plan will need to be developed to identify sources of funding for these facilities.
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Objective: Win Conference and National Championships
Rationale: One of the primary measures of success in college athletics is producing winning teams. All of our programs are expected to compete at the highest level.
Plans for Implementing Objectives:
? Hire the best coaches available to provide leadership to each sports program.
? Recruit highly-skilled athletes who also have the potential for success as students at the University of Georgia.
? Build and maintain physical facilities that are worthy of a nationally-ranked team for all sports.
? Fund the maximum number of scholarships allowed by the NCAA for all sports offered.
? Provide equitable treatment of all athletes regardless of gender.
? Provide an administrative support system to assist coaches and student-athletes as they strive to field a national championship-calibre teams. The major areas include: Student services, media relations, marketing and promotion, sports medicine, event management, development/fund-raising, and financial management.
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The acquisition of State funding represents a unique challenge for the Association. The approach the Association would like to take with regard to the possibility of receiving some State and/or University support has to do with Title IX. Being that Title IX is a Federal law, it is not just an athletic responsibility, but an institutional responsibility. In short, Title IX Compliance directly effects the University.
Attachment C represents a survey conducted by the Association of several institutions as it relates to University and/or State Support. As one can see, there are several ways (i.e. tuition waivers, state grants, retaining tax on athletic ticket sales, etc.) in which athletic departments are being supplemented. All proceeds received are designated for women's athletics.
In short, while it is understood that the Association currently does not receive State funds due to its designation as a separate entity from the University, a supplement of some sort from the State or University seems to be in the best interest of the institution. State and/or University monies could assist with the funding of an additional women's sport, thus contributing to the overall effort of Title IX Compliance.
NOTE: The University of Florida Athletic Association is a separate entity from the University. However, an arrangement has been worked out that provides for a significant amount of funding from the State of Florida.
Ultimately, this issue will have to be discussed with the President of the University in hopes of receiving positive feedback and assistance with pursuing this objective.
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SKYSUITES/SKY CLUB - PHASE II
Funds for the construction of the new SkySuites and Sky Club additions to Sanford Stadium are being obtained through a financing plan by the Athletic Association. It is the Association's intent to secure a 20 year loan which will be paid by the annual leasing of the SkySuites.
INDOOR FACILITY AND ACADEMIC ACHIEVEMENT CENTER
These two facilities represent a joint fundraising effort. To date, more than $6.2 million has been received in gifts and documented pledges toward these facilities. It is estimated that the cost of these facilities will be $17 million (12 million for indoor facility and 5 million for Academic Achievement Center). The Association would like to break ground for these facilities soon after the 1999-2000 football season. However, a financing plan will need to be developed to fund the construction of these facilities, until pledge payments are received. The Athletic Board Finance Committee, which consist of Allan Barber, Jack Turner, Bob Bishop and Vince Dooley, are currently studying a financial plan.
MEN'S TENNIS FACILITY
The estimated cost of this facility is $1.6 million. With the Athletic Association having made a commitment of approximately $416,000 toward the cost of the facility, a total of approximately $1.2 million must be raised.
To date, more than $500,000 has been received in gifts and commitments toward this facility. It is the Association's hope to have the remaining funds in place by the summer of 2000.
WOMEN'S TENNIS FACILITY
The estimated cost of this facility is $1 million. Fundraising efforts are just beginning. The Athletic Association will commit $250,000 towards this facility.
WOMEN'S SOCCER/SOFTBALL COMPLEX
A clubhouse complex for our women's soccer and softball teams has been designed and architectural drawings are being developed for this facility which will be shared by our two newest women's varsity sports.
This facility will be constructed in two phases as follows:
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Phase I - Our timetable calls for construction of Phase I to begin in January 2000. The cost of Phase I is estimated to be $600,000. The Athletic Association has committed $300,000 toward Phase I, with private gifts of $300,000 anticipated by December 31. Phase I will include restroom facilities for our fans, as well as a locker room, bathrooms and shower facilities, a training room and coaches' offices for our soccer and softball teams. If construction begins in January, Phase I should be completed by the start of the 2000 soccer season.
Phase II - An estimated $400,000-$500,000 is needed for Phase II. A construction timetable will be developed based on fundraising for this portion of the project.
GATE SIX PROJECT - (MEDIA CENTER, CONCESSIONAIRE & PERSONNEL & SERVICE ACCESS)
Currently, $150,000 has been allotted for architectural fees. The Athletic Association's commitment represents 1/3 or $50,000 of the $150,000. This project will be funded by three separate entities and/or individuals. A concrete estimate for this project is yet to be received.
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ATTACHMENT
A
FIVE ATTAINABLE GOALS
1999-2000
Attachment A denotes the Athletic Association's five attainable goals for the year 1999-2000. Certain issues outlined in the critique are addressed by the goals. Those issues are where the Association wants to be with regard to graduation rates and what must be achieved in order for the University of Georgia Athletic Association to be recognized as the top intercollegiate athletics program in the country. These two items are covered respectively under goals four and five. The additional goals outlined shall also play a vital role in the Association's achievement of its primary objectives.
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ATTACHMENT
B
FACILITY
FUNDING
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ATTACHMENT
C
STATE
FUNDING
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ATTACHMENT
D
TITLE IX
COMPLIANCE PLAN
(Tentative)
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ATTACHMENT
E
SEARS DIRECTORS'
CUP & GEORGIA MAGAZINE CUP
In order to measure where the Association stands with regard to being recognized as the top intercollegiate athletics program in the country, we shall utilize the Sears Directors' Cup and the Georgia Magazine Cup. The following attachment provides general information with regard to the Sears Cup and the Georgia Magazine Cup:
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ATTACHMENT
F
STRATEGIC PLAN
PLANNING PROCESS
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ATTACHMENT
G
ACADEMIC ACHIEVEMENT CENTER
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University or State Support for Title IX
Arizona & - They are given approximately 240 tuition waivers, but they are not
Ariz. State earmarked solely for women's sports. In addition, Arizona State had a sum of $2,000,000 dedicated by the University, to be paid over a period of several years, to assist in the funding of the new soccer and softball stadiums. Total cost of the stadiums amounted to $4,200,000.
Arkansas - Receive out of state tuition waivers for both men and women. Saving for both is credited to women's athletics.
Auburn - Get a 1/3 reduction in out of state tuition for both men and women.
Florida - Receives the tax money off of their ticket sales. This amounted to $694,000 last year. They also received an outright grant from the state of Florida for $454,000 during the past year making a total of $1,148,000 to help fund the women's athletic program. All state schools in Florida receive similar amounts, varying depending on their tax revenue from ticket sales. All of this money is earmarked for women's athletics.
Florida State - Same program as the University of Florida. Monies would be similar to Florida, with the other schools such as Central Florida, South Florida, Etc. receiving a lesser amount due to the difference in ticket sales.
LSU - Are given an exemption from paying any state or local taxes on any items bought by the athletic department of on items sold by the department. Are also exempted from paying hotel and per diem taxes on team travel within the state. This is an estimated savings of more than $500,000.
Mississippi - Receive out of state tuition waivers for student-athletes.
& Miss. State
Minnesota - They have received an outright grant for the past 10 to 12 years. It started at $2,400,000 and has increased to $2,900,000 over the years. The money is sent in a lump sum payment each year and may be used any way the Women's Athletic Department chooses to use it.
Oregon & - Both schools receive state apportionments of $1,783,000 from the State
Oregon State Board of Education as well as $650,000 per year from money generated
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from a sports lottery program in the state. This is actually money generated by betting on professional football. In addition, the University of Oregon gives "in state" tuition credit for some out of state tuition, amounting to $400,000, and an outright gift of $68,000 for the women's athletic program last year.
Pittsburgh - They get no up front money, but when they budget a loss, which is virtually every year, the University allocated enough in its general budget to cover the projected loss. They are expected to stay within their anticipated shortfall but, in the past, they have been "bailed out" by the University when they have gone over their projected losses.
Temple - Because they have very little income from ticket sales, the University picks up the tab for all grants in aid for men and women, $4,400,000. They also subsidize the program another $3,000,000 to cover operating costs for the Athletic Department. They feel a substantial amount of this is recovered from student-athletes who pay all or part of their own fees. They estimate most of this group and all of the scholarship athletes wouldn't be at Temple if it wasn't for the athletic program.
Texas Tech - Indicated they received some money from the University to assist in funding women's athletics, but did not reveal the amount.
Washington - Legislation was passed in the state of Washington authorizing both
& Wash. St. schools to keep 1% of the undergraduate tuition and fees collected to be used specifically for the women's athletics program. This amounted to $900,00 for the University of Washington and $750,000 for Washington State. In addition, Washington gives tuition waivers for softball and soccer and Washington State gets funds to assist in paying women coaches' salaries.
Wisconsin - Receives $480,000 to help subsidize women's athletics, in one lump sum annually. This has increased minimally each year.
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THE FOLLOWING SUPPLEMENT REPRESENTS VARIOUS RESPONSES TO THE UNIVERSITY OF GEORGIA STRATEGIC PLANNING ADVISORY
GROUP'S CRITIQUE.
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The first step in the Association's development of its Strategic Plan was to form a strategic planning committee. The committee is comprised of athletic administrators, a faculty representative and student-athletes (see attached). Throughout the planning process, the group met periodically to share ideas and establish the goals and objectives of the Association. Additionally, input with regard to the plan was solicited from every Athletic Association staff member (see attached memo). This proved to be critical in light that the Association's strategic plan will impact all personnel levels.
To further assist the committee with the development of its plan, the Fanning Institute was utilized for a one-half day session. This session was extremely significant as it relates to understanding what the strategic planning process is all about. More specifically, how to begin the process and/or convey the story the Association is trying to tell.
Subsequent to a response from the Strategic Planning Advisory Group with regard to the Association's second draft, it is the department's intent to post the plan on its website. This posting will allow various constituents to review the plan and provide any input. Furthermore, once a final plan is developed, it has been discussed to compile a brief summary highlighting the major components of the plan and include it in our mailings to season ticket holders. This will allow us to share with our Alumni and friends the strategic goals of the Association.
Finally, it should be noted that all work on the Strategic Plan was shared with and approved by Vince Dooley, Athletic Director.
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While the Association realizes the need to integrate student-athletes with the general student body, it is the opinion of the Association that an Academic Center to support student-athletes as well as non-student-athletes is not the way to address this issue.
The current Academic Achievement Center is being used by student-athletes who do very well academically as well as those who are at risk. Additionally, the percent of use by good academicians is increasing. If the same opportunity was made available to the general student body and the same proportion of regular students utilized the center as compared to the proportion of student-athletes currently utilizing the center, it is anticipated that an extremely large center would be needed. This would be a considerable cost.
Additionally, it should be noted that student-athletes are somewhat unique in that they have different needs than most non-student-athletes.
In short, the Association feels that it is in the best interest of the student-athletes to keep this facility separate from the general student population.
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STRATEGIC
OPPORTUNITIES
AND
CHALLENGES
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